Measures of Central Tendency: Mean, Median and Mode
Master prezi
1. An Exploratory Case-study of Management in Organisational Democratic Organisations Viva examination – GCD 2011 Student 2805319 – Christian J. Petersen Supervisor: Martin Murphy
Intro This will be my formal presentation for the Msc diploma at Griffith College Dublin
Outline This is what will be presented today.
Purpose and Motivation Unorthodox organised organisations are an interesting field of study. For multiple reasons – new ways of beeing competitive, new ways of being innovative, new ways of coping with globalisation, change, competition or sustainability. It also open up for the discussion of new agendas for organisations and management. Because organisational democray and unorthodox organised organisations are uncommon, it would be interesting to find a plausible trigger for these organisations. What makes these companies take of and what is the first spark? What makes them fail and what makes them a success? Alternative designs may not only give us new designs or ways to form organisations, but also offer suggestions for current designs. In particular designs that has already found practical use, such as Semco, and results. It allows s to question standized thoughts about management and organisations in order to explore new and perhaps better organisations. The motivation of managers is interesting for the performance of the organisation. Even in unorthodox organised companies they still maintain some form of leadership character.
Explain objectives of RQ's as seen below: What development has been made on the topic of organisational democracy? a) reasons for management to consider transition b) expectations of management before, during and after the transition, and c) how was the management profile changed in comparison to before and after the organisational transition?
Litterature review as the main source to answer the first objective
Term variation -> (Ngram) (Political, Economical, Organisational or Workplace Design, Management) Ownership -> hot topic Stakeholders -> not described Unorthodox organised organisation. Often linked to innovation or employee participation
Managers unfamiliar with position in organisational democracy – power, status, title and pay. Selection of managers through employees where an exception and not a rule.
4 different scoopes – Economic, Democratic, Management, Design. Context of organisational democracy - max profit or max success Data collected and analysed Harding et al. Case Definition Problem The Comparison Case Problem The Degrees of Freedom Problem The Combined Causes Problem The Different Causes Problem
Emotional intelligence as discussed by Goleman (1996) literature review gave no answer to why organisational democracy were successful no literature comparing financial performance over time Deleon & Deleon (2002) argued public management in the US should consider organisational democracy as a practice, as it does not make much sense that a democracy operates on an autocratic foundation.
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